The West Devon Hub Committee met on 9 September 2025, and among other things, recognised the progress made against recommendations from the March 2024 Peer Challenge, agreed further actions, noted the forecast income and expenditure variations for the 2025/26 financial year, and approved a budget increase for the lighting upgrade at Okehampton Business Centre. The committee also approved the write-off of individual debts totalling £39,973.52 and noted changes to the council's senior management structure.

Debt Write-Offs

The Hub Committee approved the write-off of £39,973.52 in individual debts and noted that the Section 151 Officer¹ had authorised the write-off of £27,622.81 in debts, in accordance with financial regulations. A report was presented to inform members of debts written off between 1 April and 30 June 2025. According to the Debt Write Off Report, the council is responsible for collecting council tax, non-domestic rates (business rates), overpaid housing benefit and sundry debt.

A write-off policy was agreed in March 2023, which sets out the circumstances in which a debt is deemed irrecoverable, including insolvency and instances where the debtor is deceased or cannot be traced.

The report also provided an update on collection rates for 2024/25:

• Council tax in-year collection rate was 98.69%, placing the council in the top 5% nationally.
• Non-domestic rates in-year collection rate was 97.81%, placing the council in the second quartile nationally.

A member highlighted the worrying trend whereby cases of insolvency were on the increase.

Budget Monitoring

The committee noted the forecast income and expenditure variations for the 2025/26 financial year and the overall projected underspend (surplus) of £95,000, which is 1.1% of the total budget of £8.798 million. According to the Month 4 Revenue Budget Monitoring 20252026 report, the gross service expenditure budget for 2025/26 was set at £28.99 million (£8.798 million net).

The report also identified several areas with projected variations against the budget:

• Salary Savings: A saving of £80,000 is projected due to vacancies and staff turnover.
• Car Parking Income: Additional income of £50,000 has been received.
• Utility Costs: Savings of £20,000 are anticipated.
• Planning Income: Additional income of £40,000 has been received, with a potential increase to £90,000 for 2025/26.
• Investment Income: Investment income is anticipated to be up by 21%, resulting in additional income of £200,000.
• Waste: A shortfall in income from the sale of recyclate is anticipated at £90,000.
• ICT Support Contracts: Additional costs of £50,000 are expected due to price increases and new software licenses.
• Employment Estates Net Income: A shortfall in income of £38,000 is reported, projected to increase to £93,000 for 2025/26.
• Homelessness: Significant additional expenditure on temporary accommodation is anticipated.
• Business Rates Pooling Gain: A shortfall of £50,000 is expected.

Officers confirmed that a report presenting the Medium Term Financial Strategy, including a detailed list of the council's earmarked and unearmarked reserves, would be presented at the next Hub Committee meeting on 4 November 2025.

Capital Programme Monitoring

The Hub Committee considered the Month 4 Capital Programme Monitoring Report 2025/26, which advised of the progress made on individual schemes within the approved capital programme, including an assessment of their financial position.

The committee agreed to:

• Note the contents of the report.
• Approve a budget increase for the lighting upgrade at Okehampton Business Centre from £35,000 to £76,000, funded from the Maintenance Funds Earmarked Reserve.
• Allocate up to £280,000 of council plan funding to a Community Halls Capital Grants scheme and a Community Arts and Activities Grants scheme.

The report noted that £3,258,334 of capital expenditure has been spent in the first four months of 2025/26, which is 22% of the profiled capital budget of £15.008 million.

Reference was made to the proposal to deliver low energy lighting at Okehampton Business Park within one year instead of two. Members agreed that an interested member would receive responses to their specific questions regarding payback and potential savings outside of the meeting.

Members welcomed the allocation of monies towards a Community Halls Capital Grants scheme and Community Arts and Activities Grants scheme, which was felt to be an excellent example of ensuring that funding was allocated within local communities and making a tangible difference to residents.

LGA Corporate Peer Challenge

The committee considered a report on the follow-up to the Local Government Association (LGA) Corporate Peer Challenge undertaken in March 2024. The LGA Corporate Peer Challenge - Follow Up report set out the progress made against the recommendations from the March 2024 Peer Challenge, as identified by the follow-up undertaken in June 2025.

The committee resolved to:

• Recognise the progress made against the recommendations from the March 2024 Peer Challenge.
• Agree to the further actions set out in section 2 of the report.

The team found that the council had made good progress against each of the recommendations and identified opportunities to go further.

The report highlighted the following key findings and next steps:

• Stakeholder Engagement: The team identified strengths in stakeholder engagement and suggested that good practice should be shared across council services. The action is to develop a stakeholder engagement toolkit and masterclasses.
• Tell Your Story Louder: The team recognised strides in external communications and suggested embedding this approach through a sustainable communications strategy. The action is to develop and deliver a strategic communications plan.
• Organisational Development: The team considered that the council had laid strong foundations in organisational development and suggested developing clear values and mentoring opportunities. The action is to include these recommendations in the next iteration of the Organisational Development Plan.
• Member Development: The team found a strong culture of learning and development among members and suggested a development programme that includes mentoring, peer learning and feedback mechanisms. The action is for the Member Development Steering Group to consider the recommendation and a possible action plan.

Members extended their congratulations to the council for receiving such a positive follow-up report. The Chief Executive stated that he was reasonably confident that the identified further actions would not place a significant additional burden on council officers.

Changes to Senior Management

The committee considered an urgent report regarding proposed changes to the council's senior management team. The committee resolved to note the changes in the senior management structure and reporting lines, including the establishment of a new role of Assistant Director for Property, Place and Economy from 1 October 2025.

Members congratulated the Director of Place and Enterprise on securing a new role outside of the organisation and thanked him for his hard work and years of service. Members requested that the Head of Paid Service act quickly to implement the new staffing arrangements and expressed the view that the proposals provided an opportunity to promote from within the council's existing staff.